A lot of people that dedicated some of their lab work to the COVID effort early on were already big proponents of data transparency. It's no accident that those who were able to switch and pivot to COVID research were those who already wanted to be collaborative and transparent. What is the role of internal and external funding in supporting collaboration? High-quality data is a way to show you can work together effectively and your hypothesis is supported.
That has to start internally. Institutions like Johns Hopkins have to make internal investments in order to position our faculty to be competitive for these grants. It's not enough to say that as a computer scientist you can work with an infectious disease specialist.
You need proof that you can actually collaborate and produce impactful data. Assays and reagents were also shared among the Hopkins community. This program was collaborative outside of direct funding, attempting to lift all boats for faculty pivoting to COVID research. The samples in the biorepository were able to be reused in other avenues of research as well. These types of directives can be shared by funders. Then, back in academia, we need to think about how we prioritize collaboration.
It's easier for senior faculty, but for junior faculty it's very difficult to prioritize collaboration at the same time that you're trying to distinguish yourself as an individual investigator and make tenure.
Academia as a whole is still trying to figure out that balance. Can Johns Hopkins support and enforce collaboration even at the junior faculty level? The narrative has always been that only a very senior person should lead these projects. I never follow that advice. The typical advice would be to not do this. All impactful projects involve teams. We want departmental and school leadership to provide monetary support for their faculty to go after bigger grants and involve junior faculty to create that next generation of scholars who will find large, collaborative efforts to be second nature.
Then, they themselves will become PIs and reach out to junior faculty because that's how they experienced it at Hopkins. It's an ever-shrinking pool of money going to singular efforts, while the pool of money going to collaborative efforts keeps expanding. As has been shown with COVID, real advances in medicine, public health, and engineering will happen at the interface of disciplines. We have to line up incentives to drive that transition. Our office had done this at a slightly slower pace previously through the Discovery Award system, where we bring people with different expertise together for exploratory projects, but the pandemic effort was unprecedented.
On a rolling basis, we were receiving proposals and awarding funds. At the beginning, Julie convened daily meetings to make decisions and keep the research process rolling. It was extraordinary and should be emulated in the future, where it could be a model to focus research and funding on a specific, impactful topic.
We have hired the first 50 BDPs, and we recently announced that we will be hiring another 50 BDPs, which is a massive investment. These new BDPs, along with paired junior faculty, will go into several clusters. One of those nine clusters is a pandemic response and emergency preparedness PREP cluster, focusing on the areas of expertise that we saw were missing during our pandemic response and the areas that will continue to solidify us as the world's leader in pandemic response.
It's a very broad and ambitious vision that they're creating. I hope it will grow into a bigger pandemic institute. This is a way that we can really ensure that the investments we've put in these last two years turn into something that's lasting and momentous.
Explore Vaccination Progress by U. Explore Vaccination Progress by Country. New Explore how U. By Chris Beyrer. By Larry Corey. For example, some of those doses are going to be targeted to India, which is facing a tragic surge in cases. The idea is to get vaccines to where they are needed most. But it has to be done early. One point I will add to the above: website popup notifications are often made to look like legitimate Windows notifications and hence it is hard to tell if it is real one or not.
For Edge pop-up notifications, EACH of them contained the name of the website under the notification which helped me identify them as such. All "scary" notifications contained the same website name. When you get into this state or you are reading this because you "googled it", the key is not to interact with the notification do not click on "remove virus" or whatever it might say and understand where it might be coming from.
Then going into the Edge settings and seeing that you may have a recent website added with "allow notifications" on it. If you get notifications just after restarting the computer with no browsers running or anything else explicitly started, you may have some of the bloatware installed often comes with the new computer itself and these might be legit notifications.
You may find there some notification programs that bring reminders to install additional software. Disabling them will stop notifications. Couple of thoughts: 1. Cheers, Drew. Go to Edge settings, Cookies and site permissions, Notifications and delete the website paymentsweb from "Allow" section or even put it in "Block".
I also highly recommend deleting the screen shot from your own post in this thread as you are listing too much personal information in it such as 2 emails, etc. Or at least obscure that information. Threats include any threat of suicide, violence, or harm to another. Any content of an adult theme or inappropriate to a community web site.
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